I don’t understand why some people would give a negative review when the group is constantly understaffed and they will *need* my assistance going forward. With that review, I guarantee you that I’m never going to prioritize your case and will decline to work with you unless I’m starving for hours (which won’t happen in the foreseeable future). Seems extremely shortsighted on their part unless they are on their way out already.

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But on the flip side, why would someone give you a positive review if you performed poorly? A review is an assessment, not a way for an understaffed group to lure associates to their cases. In my experience, successful practice groups think long-term, and are more focused on slowly but surely building a core of motivated and talented associates, not just pulling in any and all associates with time.

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A5, I’ve never heard of anything close to an “instruction,” but the partners and senior associates with a practice group obvious talk about the performance of the juniors, and in my experience tend to coalesce around shared impressions.

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Before they can hire someone good, they have to get rid of you first

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Isn't there going to. be a lull then as opposed to hiring right now before getting rid of someone and to get rid of someone you have to give them website time anyways

funny

Bold strategy to respond to a bad review by further reducing your performance. I’m sure they will totally give you a better review next time to get you to start taking their matters seriously again.

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For a lot of folks, it’s not that the reviews are fake or a way to motivate. They’re just angry all the time (usually for reasons beyond the control of their coworkers). That poisons their interactions globally.

My point isn’t that reviews should be used as either a negative or positive motivator, or some other kind of means to a long-term end. It’s just that (often times) this is a short term solution to something else. It’s not done with intentionality. The guy going through the rough divorce (and taking it out on everyone around him) or the NEP who’s quickly realizing this year is their last chance to get equity & has started shouting at people or the midlevel who’s in over their head re: substance and throwing juniors under the bus to cover? They’re not thinking. They’re lashing out. That can come out via reviews or interactions or whatever.

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A negative review is also a management strategy to pay you less—by lowering your bonus, holding you back a year, or simply demoralizing you so you don’t fight for origination credit or higher-value assignments or other career-enhancing growth opportunities.

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This is likely firm specific. You see all reviews at my firm.

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Every employer thinks it’s easier to just start from scratch if they don’t like an employee, instead of taking the time to rebuild that underperforming employee. Maybe that’s true if it really is the employee 100% at fault but that almost always is not the case.

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If someone merited a negative written review, I am not going to miss having them staffed on my cases.

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I am in an understaffed practice group. Multiple midlevels and seniors in my group gave a junior bad reviews. We've been working with this junior for over a year now, with significant time trying to mentor them, give clear instructions and feedback including constructive criticism. Notably, significantly more time and mentoring than other juniors have received because this junior has been struggling so much. A year later, none of the feedback has been incorporated and it is literally better for us to not have this junior on our teams and be even more understaffed than to work with them. No one wants to tank this junior's career, but also no one wants to work with them because they are a negative value add even a year later.

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GDS folks, a colleague of mine has defaulted on timesheets (more than 3) at senior level and was rated as Progressive. Is that the sole factor for not him not being a rated as differentiator?

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I work at a ‘free market’ firm and have developed a very good reputation among partners. Naturally, they are drowning me in work. Each time a new case comes up, the partner will email asking if I have “time and interest” in helping. When I’m at capacity, I take these words at face value and explain why I can’t do it, and that seems to work out ok with no hard feelings. But what’s the “interest” thing? If I don’t want to work on a toxic tort case, do I just say that and pass?

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I’ve seen this rant a lot so I know we all have that one partner—but for the love of god can you just forward me the emails when you get it?? I see you got this urgent request over 10 days ago 🙄🙄🙄🙄🙄

likefunny

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I work at a ‘free market’ firm and have developed a very good reputation among partners. Naturally, they are drowning me in work. Each time a new case comes up, the partner will email asking if I have “time and interest” in helping. When I’m at capacity, I take these words at face value and explain why I can’t do it, and that seems to work out ok with no hard feelings. But what’s the “interest” thing? If I don’t want to work on a toxic tort case, do I just say that and pass?

like

When and how do you push back on people senior to you? Fifth year dealing with supersenior associate (11th year) who completely lacks good judgment & common sense. One of those super smart but impractical types. As just one example, he recently called me to tell me to call someone who’s on vacation and ask them to send a calendar invite. I offered to send myself but apparently that wouldn’t work (presumably because it would be efficient & make sense.) At what point (and how) do I Just Say No?

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likefunnysmart

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Leaving after one year to another biglaw firm?

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likefunnyuplifting

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likefunny

How long did your longest matter last? I imagine litigators take the cake here but curious about deals as well.

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